X
– Term 4
IBEAR XXXII
COU
URSE GUIDE
E
IO
OM 551 – OMAR EL SA
AWY
MANAGING GLO
OBAL E-BU
USINESS
New title …
DIGITAL TR
RANSFOR
RMATION IN THE G
GLOBAL E
ENTERPRIISE
 CO
OURSE DES
SCRIPTION AND OBJE
ECTIVES
This is an overview course to prepare the general mana
ager to be more effective in dealing (both
strategic
nterprise and
cally and org
ganizationally
y) with the digital
d
transfo
ormation of tthe global en
d its
ecosyste
em of partne
erships. It is about
a
the org
ganizational ttransformatio
on that takes place when any
enterpris
se wants to ta
ake a core pa
art of its business online an
nd to “go digittal.”
Masterin
ng the concepts, practices
s, and techno
ologies of dig
gital transform
mation (and ““e-business” as it
was orig
ginally called in 2000) is a critical skill for
f line manag
gers in any a
area of busine
ess. Furtherm
more,
the glob
bal dimension is becoming more critical as digital tech
hnologies and
d broadband networks cha
ange
the speed and global reach by which enterp
prises can prrovide their sservices, parrtner with oth
hers,
source their products, and ente
er remote ma
arkets.. This course is d
designed to prepare gen
neral
manage
ers to operate
e successfully
y in such a global
g
digital world , and tto create cusstomer value and
competitive advantag
ge.
An informed manage
er in the globa
al conditions of the 21st ce
entury must u
understand 4 core strands that
define th
he success off digital transfformation of th
he enterprise
e:1. How to intelligently
y harness the
e strategic bu
usiness value
e of informatio
on technologies through la
arge
enterpris
se system ap
pplications.
2. How to
t design and
d manage bus
siness models
s for services offered throu
ugh digital pla
atforms.
3. How to organizatiionally implem
ment and deploy differentt types of infformation sysstems within and
acros
ss enterprises
s, while underrstanding use
er needs.
4. How to
t track & manage emergin
ng disruptive technologies .
This is a “future-proo
of” survey co
ourse that he
elps you unde
erstand enou
ugh pieces off the mosaic that
forms digital transform
mation -- so that you can manage
m
intelliigently as new
w pieces of th
he mosaic appear
and it ch
hanges in the
e years to com
me. There is not
n sufficient time to delve
e deeply into any of the top
pics.
It is gea
ared to the ge
eneral manager, and the managerial
m
mi ndset of this course is one
e that focuses on
the relattionship betwe
een technolog
gy and the bu
usiness, rathe
er than a focu
us on the tech
hnology itself.
Place: Popovich
P
Halll (JKP) 202
Time: Tues
s. & Thurs. wiith some Frida
ays, 9:00 a.m
m. – 11:30 a.m
m.
Instructtor: OMAR EL SAWY, Profes
ssor of Inform
mation System
ms
CONTA
ACT INFORMA
ATION
 Office Location:: Bridge Hall 401-L (IOM Department)
D
b appointmen
nt
 Office Hours: Affter class or by
2
(direct / voice
e mail) or 213
3.740.0172
 Office phone: 213.740.4837
bile phone: (best)
(
310.99
91.omar or 31
10.991.6627
 Mob
 e-m
mail: elsawy@
@marshall.usc
c.edu
El Sawy
y IOM-551 Ve
ersion March 9,
9 2011
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
TOP VIEW of COURSE
Class
Date

Cases and Key Events
Topic
INTRODUCTION & ORIENTATION
1
2
Mar 22
Tuesday
Mar 24
Thursday
Intro to Digital Transformation in the
Global Enterprise
Case 0: Rakuten Inc
What is Digital
Transformation?
Business Models for Digital
Platforms & e-Commerce
LEVERAGING LARGE ENTERPRISE SYSTEM APPLICATIONS FOR STRATEGIC VALUE
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4
5
6
7
8
Mar 31
Thursday
Apr 1
Friday
April 5
Tuesday
April 7
Thursday
April 12
Tuesday
April 14
Thursday
Case 1: Tektronix Inc.
ERP Systems
Guest Speaker #1
Joel Manfredo, CIO, Orange County
Case 2: Dubai Ports
CIO Perspectives, IT
Governance & Green IT
Inter-organizational
Information Systems
IT-Enabled Supply Chain
Mgmt
CRM & Real-Time
Dashboards
Developing & Managing Large
Enterprise Applications
Case 3: Zara: IT for Fast Fashion
Case 4: Hilton CRM
Case 5: Shinsei Bank
Guest Speaker #2
Gulshan Garg,
Take-Home Exam #1 distributed
MANAGING EVOLVING IT INFRASTRUCTURES & EMERGING TECHNOLOGIES
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10
11
12
13
14
April 19
Tuesday
April 21
Thursday
April 26
Tuesday
April 28
Thursday
April 29
Friday
May 3
Tuesday
Guest Speaker #3 Fadi Chehade
Take-Home Exam #1 due back
Case 6: Guthy Renker
Guest Speaker #4
Steve Johnson, VP, Guthy Renker
Sanjay Kucheria, CEO, Trinus
Case 7: Social Networks at Dell &
Starbucks
Case 8: B of A Mobile Banking
Virtual Worlds & Second Life
Take-Home Exam #2 distributed
The Futures of IT & Business:
Scenarios for 2020
Take-Home Exam #2 due back
Platform Strategies & Cloud
Computing
Business Intelligence & Data
Warehousing
Web 2.0 & Collaboration
Platforms
Mobile Applications
Virtual Worlds & Augmented
Reality
Grande Finale !
SHARING YOUR SPECIAL VIEWPOINT
15
May 5
Thursday
16
TBA
By group in
week 6-7
Golden Nuggets Brief & Advice to
IBEAR XXXIV on Managing Digital
Transformation in a Global Recovery
Focus group sessions (4-5 people per
group) with instructor based on
industry sectors to examine digital
transformation & ramifications.
El Sawy IOM-551 Version March 9, 2011
Online Session on Sharepoint
wiki
Digital transformation in
selected industry sectors
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 COURSE MATERIALS
1. Book: We will use the book “MacroWikinomics: ReBooting Business and the World”, 2010 by
Anthony Williams & Don Tapscott as background “context” for the class. The book focuses on how
globalization, social changes, and rapid advances in digital technologies are intertwined. The book
illustrates in an accessible style how information technology has made it possible for more people
than ever to collaborate openly & compete in real-time with people from all around the world on
more different kinds of work. It is a popular bestseller that can be found at all bookstores – even
airports. Hopefully you read it on the plane during Spring break….
2. Harvard Business School Cases & Articles (Course Pack): The two-part course pack can be
purchased online directly and downloaded in electronic form from Harvard Business Press -- as
per the instructions provided in the BlackBoard class folder.
3. Other Readings: Articles from professional journals and trade press to be posted on BlackBoard.
4. Blackboard Course Folder: There will be a session preparation guide with case questions
posted for every session on Blackboard. Other than the course pack that needs to be purchased
(see item 2. above), other readings will be posted on Blackboard course folder – as will session
PowerPoints, assignment instructions, administrative information, guest speaker bios etc.. Please
check it frequently ! Sections that are populated typically are Syllabus, Assignments, and Content.
 COURSE EFFORT / GRADING INFORMATION 
Each individual's effort and grade will be based on the following 6 components. Please note that
extraordinary effort in any of those components will be recognized. Conversely, plagiarism in written
assignments will be dealt with very severely as per USC and IBEAR policies.
1.
2.
3.
4.
5.
6.
7.
Class participation related to readings, case discussions, & deep dives
Industry Sector Focus Group contribution
Team Presentation & key recommendations for one case
2 team written case assignments
Take Home Exam #1
Take Home Exam #2
“Golden Nuggets & Advice to IBEAR XXXIV” Individual Brief
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[1] CLASS PARTICIPATION
Your participation grade is based on quality and a sincere effort to provoke, learn and understand,
rather than quantity. The more you engage with the class, the higher will be your participation grade,
and the more successful our learning experience will be.
Attendance: You are expected to attend all sessions. If you cannot attend for a specific reason then
please inform professor through e-mail that you are unable to attend, or your absence will negatively
affect your participation grade. Treat it like a professional meeting at work: if you cannot attend for any
reason, you are expected to inform the person running the meeting as a professional courtesy.
Engagement: You are expected to prepare for each class and to actively engage in the discussion of
readings and cases. If you don't keep up with the reading, you will not enjoy the class. Thus it is very
important that you be prepared for each class. You are expected to actively discuss both readings and
cases and add to the learning of the class, whether in the live classroom or on-line (if you see an
article that is pertinent to the class – let us all know). You are also expected to raise questions
provoking the thinking of others to the case-presenting teams. You will sometimes be randomly called
upon in class to comment and answer questions, so please be prepared.
Being a Session “Deep Diver”: For each session, we will ask ahead of time for a number of
volunteers to act as “deep divers” for that session, and informally give us more details on a topic. This
will help enhance the richness of the discussion and ideas in the class.
Academic Accommodations for Disability: If you have any disability that requires special academic
accommodations, please let me know ASAP. Any student requesting academic accommodations
based on a disability is required to register with Disability Services and Programs (DSP) each
semester. A letter of verification for approved accommodations can be obtained from DSP. Please be
sure the letter is delivered to me as early in the term as possible. DSP is located in STU 301 and is
open 8:30 a.m. – 5:00 p.m., Monday through Friday. The phone number for DSP is 213.740.0776.
El Sawy IOM-551 Version March 9, 2011
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[2] TEAM PRESENTATION & KEY RECOMMENDATIONS FOR ONE CASE
Each case discussed in the course (except Case 0) will have its key recommendations presented in
executive summary form after the case discussion by a 4 person team. Maximum time is 15 minutes
and will include key recommendations and reasons why (rather than entire case analysis). Team
assignment rules and case sign-up will be provided. The team performance will be judged as to how
succinctly they select key recommendations and reasons behind it.
[3] TEAM WRITTEN CASE ASSIGNMENTS
Written analysis is required for 2 of these 8 cases as follows (other than Case 0):
Write-up #1: Case 1, 2, 3, or 4
Write-up #2: Case 5, 6, 7, or 8
Note: The 2 written cases cannot be the same as the one you picked for presentation with a team.
You need not tell us your choices but you are responsible for keeping track of them. Written analyses
are due at the beginning of the session in which the case will be discussed. Case questions will be
provided for each case to guide your write-up. The case write-ups should be the equivalent of about 23 single-spaced pages (and any appendices attached). Please provide your case in hard copy printed
form unless you have a special circumstance. It is much faster and easier for me to write comments
on the hard copy.
The written analysis is a team assignment (3 people).If you would like detailed feedback on a specific
aspect of your write-up, please feel free to include "feedback requests" in the body of your write-up.
These are not “standard” case analyses. Just answer the questions. There is no need for a lengthy
introduction in your write-up but rather please directly address the key issues suggested by the case
questions. Try to avoid lengthy repetition of case facts (you can reference page numbers, exhibits,
tables) -- but by all means justify your logic through case specifics. Please be careful to distinguish
between case facts and stereotyped sweeping generalizations. Recommendations should be
substantiated by clear logic and case specifics. Diagrams and schematics are very helpful in both
sharpening your thinking and your exposition. Incorporation of learning from assigned readings and
class material into analysis is a plus and is expected.
[4] TAKE-HOME EXAMS
A take-home exam is meant to make sure that you can diagnose and probe the issues of managing
digital transformation in the global enterprise through informed judgment and systematic thinking in a
situation you are likely to encounter in a corporate environment around digital innovation and
technology strategy. It is also very time-consuming if you have not been doing the readings
thoughtfully. There are two exams. Exam #1 is based on more sessions and carries more weight, and
Exam #2 is based on less sessions. The dates are on the schedule.
[5] “GOLDEN NUGGETS & ADVICE TO IBEAR XXXIII” INDIVIDUAL BRIEF
To be explained in class. This is a brief (1 page text or brief PowerPoint) to the incoming class giving
them advice on what a global MBA should know about managing IT strategically in a global recovery.
We will ask you to post it on SharePoint and discuss online at end of semester.
[6] INDUSTRY SECTOR FOCUS GROUPS
We will divide the class into focus groups (4-5 people in each group) that will each address digital
transformation in a selected industry sector (say financial services, energy, healthcare,…) and
participants will each contribute to with current business news, and we will also have a workshop-like
discussion in weeks 6&7 with each group. Each participant will be required to provide one article for
reading by the group that will be discussed in the workshop.
Academic Integrity: USC seeks to maintain an optimal learning environment. General principles of
academic honesty include the concept of respect for the intellectual property of others, the expectation
that individual work will be submitted unless otherwise allowed by an instructor, and the obligations
both to protect one’s own academic work from misuse by others as well as to avoid using another’s
work as one’s own. All students are expected to understand and abide by these principles. Scampus,
the Student Guidebook, contains the Student Conduct Code in Section 11.00, while the recommended
sanctions are located in Appendix A: http://www.usc.edu/dept/publications/SCAMPUS/. Students will
be referred to the Office of Student Judicial Affairs and Community Standards for further review,
should there be any suspicion of academic dishonesty. The Review process can be found at:
http://www.usc.edu/student-affairs/SJACS/.
El Sawy IOM-551 Version March 9, 2011
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